Linking Workforce Capability to EBITDA for a 4,000-Employee Telecom
Client
Leading Telecommunications Company
Target Audience
4,000+ Employees
Service
L&D Consulting
Year
2018
The Pain Point
The organization faced a critical "success paradox": while individual performance scores were high, corporate KPIs (EBITDA, Churn, and NPS) were stalling. The existing system relied on 15+ ambiguous competencies, creating a "veneer of success" that masked misalignment and fueled employee mistrust. Because of its ties to other people decisions, the system was perceived as ineffective and unfair.
Re-Architecting the Performance Ecosystem
We led an 8-month transformation to bridge the gap between individual output and corporate strategy. The pivot involved:
Radical Simplification: We socialized a clear performance definition and process, and collapsed 15+ ambiguous competencies into 6 core competencies that directly impact the bottom line.
Systemic Integrity: We redesigned evaluation templates and calibration protocols from scratch, integrating them directly into the company’s HRIS to ensure data-backed objectivity and mitigate bias.
Responsible Performance Training: We delivered targeted L&D resources focused on "Responsible Performance Management"—training 4,000 employees and their managers on the overall process, goal-setting, giving/receiving feedback, and more.
Building the Unified Talent Engine: We ensured the new model wasn't a standalone HR exercise. We hard-wired the 6 competencies into every stage of the employee lifecycle, including competency-focused L&D offerings, career pathing, and compensation.
The Impact
Financial Uplift: EBITDA increased by 3% points, and Churn was successfully stabilized below 5%.
Customer Loyalty: NPS surged by 15 points as employee behaviors aligned with customer-centric goals.
Cultural Trust & Retention: Employee engagement rose from 79% to 86% by providing a transparent growth path and aligning rewards with performance.
